The Urban Land Institute (ULI) in Asia Pacific has hired Terri Seow to take on the role of Executive Director for Singapore, a Council with over 600 members. Seow was formerly at BBC Global News for over 16 years, where she was Vice President, Marketing & Insights, Asia Pacific. In addition to a plethora of regional marketing experience, she joins ULI, the world’s oldest and largest network of experts across the built environment, with a huge passion for environmental sustainability.
Seow was also formerly the Going Green lead at the BBC, where she was responsible for raising awareness of environmental sustainability for over two years. During her free time, she is an Adjunct Lecturer for Sustainability Marketing at the National University of Singapore. Her move to ULI continues the trajectory of working for purpose-led organisations.
Wenshi Zheng, Group Chief Strategy & Sustainability Officer, Frasers Property, commented, “We are glad to welcome Terri as the new Executive Director of ULI Singapore. With deep experience in brand building, marketing, and communications, Terri brings exceptional expertise and vision to our mission. Her passion for sustainability aligns well with ULI’s mission and makes her an outstanding choice to lead ULI Singapore. We are confident that under her leadership, ULI Singapore will continue to thrive and engage our like-minded members to advance ULI’s mission to create resilient, inclusive and sustainable communities.”
Terri Seow, Executive Director, ULI Singapore, adds, “I’m extremely proud to be leading the Singapore chapter of ULI – an organisation that has long been at the forefront of driving positive change in both the environment and communities globally. As someone deeply passionate about creating purpose-led work and advancing a sustainable world, I am thrilled to contribute and do my part in shaping the future of the built environment – an area that has such a profound influence on the world at large. I look forward to working closely with like-minded leaders from the industry to drive meaningful change.”
Pazhou is a fundamental economic development zone in Guangzhou. Aedas Global Design Principal Ken Wai has designed the Haihao International Building, a 172-metre mixed-use skyscraper that will serve as an exemplary commercial live-work development in the city.
The project is in western Pazhou, adjacent to the district’s green axis and main roads. It has good access to the metro and public transport facilities. The area is governed by stringent urban planning design guidelines that ensure multi-level access connected to the basement and above ground via link bridges.
The design of the Haihao International Building is a celebration of Chinese landscape painting, with elements that emphasise ‘mountains, ridges, waterfalls, and paths’. This concept is reflected in the public stairs on the podium, linking a public footbridge and the roof of the podium garden to create a new public space for the city.
This gesture not only highlights the corporate social responsibility of the building owner, but also connects the building to its cultural roots. This public space will be used for recreational and educational purposes, further enriching the building’s cultural significance.
The rectangular building was designed with a high floor plan efficiency. The jagged outline of the façade defines its architectural character. Openable vents are integrated on each side of the curtain wall façade module to provide natural ventilation. This innovative design ensures a comfortable indoor environment and gives the tower a distinctive presence in the city, leaving a lasting impression on all who see it. The sustainable functionality of the building has won triple green building certifications, three-star green building, LEED and WELL.
The façade transforms into a mega-curved glass structure at the bottom of the building, where the entrance lobby and headquarters offices are situated. This design evokes the appearance of ‘falling water’, reflecting light and creating a distorted view of the surrounding cityscape.
The building includes retail and headquarters offices in the podium and offices and serviced apartments in the tower. Residents have separate entry points at the ground level and can enjoy a luxury private garden and clubhouse lobby halfway up the tower. Most apartment units are served by private lifts, with direct entry to individual units through a sky lobby.
On 26 November 2024, SDLG became the spotlight of the bauma CHINA 2024 as an outstanding brand pursuing international development. On the next day, the 2025 SDLG Global Dealer Summit was held in Shanghai. It became a gathering of more than 200 partners from more than 70 countries.
At bauma CHINA, SDLG exhibited 21 high-end products, fully attracting global attention by demonstrating product layout and technological strengths in construction machinery. The launch of a long array of new energy equipment, such as hybrid and electric products, showcased SDLG’s unrelenting efforts to create innovations.
At the summit, SDLG and its global partners discussed the bright future of international development. SDLG Chairman Wang Zhizhong pointed out that the development of SDLG relies on the trust of global customers and dealers. In the future, SDLG will continue to pay attention to product and service improvement and accelerate global planning for its intelligent manufacturing business.
SDLG President Yu Mengsheng analysed the international situation at present and stated that SDLG will continue to segment its market, focus on crucial aspects, and enhance brand influence and market competitiveness through technological innovation and product improvement.
SDLG General Manager Wen Degang said that SDLG had caught every possible opportunity, actively responded to challenges, and unremittingly promoted its strategy for international development. SDLG’s dealers with outstanding performance in 2024 were recognized with awards at the event.
Thanks to its forward-looking focus on development strategies, SDLG has continued its effort to expand international market shares in recent years, with its business presence reaching over 140 countries and regions around the world. Especially in key markets such as South America, Africa, the Middle East, Central Asia, Southeast Asia, and Oceania, SDLG has gradually established a perfect network of sales and service systems that are widely received and trusted by overseas customers.
Looking ahead, SDLG will further implement its internationalization strategy and provide products and services of higher quality for all customers across the world through intensifying its efforts in branding and market expansion and continuously investing in R&D and innovation.
With its excellence in product quality, strong strength in sci-tech development, and globalised approach to market growth, SDLG is cutting a brilliant figure in the world market and keeps breaking its own records.
City Developments Limited (CDL) hosted its annual 5-Star Environmental, Health, and Safety (EHS) Awards and Sports Challenge on Sunday, 17 November 2024 at SUTD Sports and Recreation Centre. The event also marked the 20th anniversary of the CDL 5-Star EHS Awards, its signature initiative to drive EHS excellence. Gathering more than 300 industry leaders, including representatives from the Building and Construction Authority (BCA) and Workplace Safety and Health (WSH) Council, migrant workers and partners, the event signals the collective commitment of all value chain stakeholders towards workplace health and safety.
Through a series of exciting games that tested teamwork and safety knowledge, participants – migrant workers from various CDL development sites – showed grit and tenacity as they vied for first place. To complement the thematic focus on workplace safety, the event also featured an exhibition on safety standards, in addition to safety-themed game stations and photo booths.
Mr Sherman Kwek, CDL’s Group Chief Executive Officer, said, “Workplace safety is a collective responsibility and a shared commitment to protect ourselves, our teams and our families. Starting with a safety-first mindset, everyone’s actions – big or small – form the building blocks of a safer culture. Whether designing safe work plans, double-checking equipment or addressing hazards, every effort counts. As we celebrate the 20th anniversary of the CDL 5-Star EHS Awards, we thank the BCA and WSH Council for their leadership in advancing WSH excellence, as well as our builders, consultants and all migrant workers for their partnership in ensuring that every CDL development is clean, green and safe. Safety is our top priority and we will continue to enhance workplace safety and productivity through innovation and digitalisation, making all CDL projects a safe place to work.”
Global construction consultant Linesight has published its latest Construction Market Insights report for Asia Pacific (APAC) & GCC. The report reveals that construction growth in APAC has proven to be resilient to the volatility of the wider global economy and construction output continues to gain momentum across the region.
Activity in APAC’s construction industry remains robust, fuelled by significant investments in the critical sectors of infrastructure, data centres, semiconductors and renewable energy. Key Southeast Asian construction markets such as Singapore and Malaysia, are expected to perform strongly over the next three years.
On a macro level, APAC is set to account for 60 percent of global gross domestic product (GDP) growth this year. This positive trajectory is expected to continue in 2025 amidst favourable monetary conditions. GDP growth has also been revised up to 4.4 percent from 4.3 percent. While inflation has started to ease after a period of turbulence, construction inflationary pressures may increase next year. This is largely driven by persistent labour shortages, increased construction activity and geopolitical uncertainties in the Middle East.
Labour remains a significant cost factor due to the shortage of skilled workers, a challenge that is more pronounced in developed countries. Coupled with continued strong demand for projects, contractors are experiencing capacity constraints and there remains high levels of pressure on all fronts to deliver on pipeline projects.
Following spikes in the first half of 2024, commodity prices have broadly stabilised, but the fluctuating prices of metals remains a concern. Prices of copper and aluminium are higher than they were in 2023 due to supply chain challenges and rising import costs. Strong demand from renewable energy, power and infrastructure sectors is expected to keep upward pressure on prices.
The report also highlighted the following Singapore findings:
Industry outlook
Singapore’s construction industry growth is expected to slow, due to soft external demand and a decline in construction contracts issued in the first quarter of 2024.
However, between 2025 to 2027, industry is forecast to grow, driven by investments in transport, renewable energy, and manufacturing, including the S$21.9 billion high-speed railway project linking Kuala Lumpur to Singapore.
Key commodity prices
Copper demand is heavily driven by the renewable energy transition across multiple markets including Singapore. Investments in semiconductors and energy storage will also further boost demand and copper prices in Singapore are anticipated to increase ≥ 1 percent – < 5 percent between Q1 2025 and Q2 2025.
Steel rebar and steel flat prices are expected to inch downwards in Q4 2024 due to weaker iron ore prices and soft global demand. While prices are anticipated to level off between Q1 2025 to Q2 2025, infrastructure and mega projects are expected to drive long-term price increases.
Cement and concrete prices exhibit similar trends and remain elevated. Rising project demand and costs associated with labour, energy and transport have caused prices to inch upwards but a slight easing in prices is expected between the first two quarters of 2025.
John Butler, Managing Director, Asia Pacific at Linesight, said: “2024 has been a strong year of growth for the APAC construction industry driven by significant capital injections by both private and public sectors. Despite labour shortages and some volatility in metal prices, the outlook for the industry in 2025 continues to be vibrant as APAC paves the way in the global construction arena, amid high levels of demand and activity in mission-critical sectors.
Climate change is an emerging global challenge today. In addition to energy conservation and waste reduction, the world is actively developing methods to reduce industrial emissions to achieve carbon neutrality. As an international metropolis in Asia, Hong Kong plays an indispensable role in sustainable development. CS Tech Solution Limited (CS Tech), a leading innovator in the local carbon capture and utilisation (CCU) technologies, has assembled Hong Kong’s first carbon capture system.
Through integrating proprietary pressure swing adsorption (PSA) technology from the United Kingdom with CS Tech’s self-developed equipment, the comprehensive CCU system efficiently transforms industrial CO2 emissions and waste into valuable resources, actively mitigating carbon emissions and promoting a circular economy.
Amid the climate change crisis, the urgency to reduce emissions has become evident. Worldwide, extensive research is ongoing to explore various avenues for reducing carbon emissions, with a notable emphasis on carbon capture as a key focal point for future mitigation endeavours. Point source capture, compared to other methods such as direct air capture, offers a more energy-efficient and cost-effective approach.
Remarkably, with the recent advancement and maturity of CCU technologies in foreign countries, CS Tech has introduced Hong Kong’s first carbon capture system, integrating advanced technology from the United Kingdom to the region. In addition to its energy efficiency, the system’s compact size makes it ideal for implementation in the Asian region. The captured CO2 is sourced from a dedicated biochar production facility.
Leveraging the construction industry’s widespread use of wooden pallets for material transportation, CS Tech converts these pallets into biochar using specialised equipment. CO2 emissions produced during biochar production are captured and incorporated into concrete blocks through CS Tech’s proprietary injection system, securely sequestering the CO2 within the blocks.
This comprehensive process not only efficiently reduces carbon emissions but also transforms industrial waste into raw materials for concrete blocks, fostering a circular economy. The application of this CCU technology can extend to ready-mix concrete and related products, diversifying the market for innovative, low-carbon construction materials.
The reduced carbon emissions during the production of low-carbon intensity construction materials through carbon capture and utilisation technology can be accurately calculated. CS Tech is closely collaborating with the Hong Kong Carbon Trading Centre (HKCTC) to actively engage in the development of methodologies for carbon credit certification. Carbon credits, validated by independent verification bodies, are tradable on carbon markets. Hence, construction materials with low-carbon intensity can create added value through carbon credits.
To drive local research and development in carbon reduction, CS Tech had the privilege of hosting the Waste Management and Recycling Association of Singapore (WMRAS) in Hong Kong to showcase their carbon capture and utilisation system. Dr. Amy Khor, Senior Minister of State for Sustainability and the Environment of Singapore, along with representatives of Singapore’s sustainability experts, visited CS Tech’s Research & Development Centre in Tuen Mun, to explore future trends in carbon management and work together towards achieving net-zero emissions.
Grand Mercure Hotels & Resorts, renowned for celebrating national culture and stimulating the senses, is proud to announce the official opening of Grand Mercure Imperial Palace Seoul Gangnam. Nestled in the heart of Gangnam, one of Seoul’s most dynamic districts, the hotel offers a unique blend of timeless elegance and modern sophistication.
Formerly known as the Imperial Palace Seoul, a landmark of refinement and heritage since its establishment in 1989, this reimagined property honours Korea’s rich cultural traditions. This milestone marks an exciting chapter in Grand Mercure’s distinguished legacy.
The hotel caters to both short-term and long-stay guests through its thoughtfully designed dual-wing concept. The Hotel Wing features 224 opulent rooms and suites, including the magnificent Royal Suite. Each space has been carefully curated to reflect the spirit of Korean craftsmanship, enhanced with modern amenities for unparalleled comfort. The Serviced Residence Wing, offering 90 well-appointed apartments, is designed for long-term guests seeking the perfect balance of home-like convenience and premium service.
Dining is elevated to an art form at Grand Mercure Imperial Palace Seoul Gangnam with four distinct venues. Familia, the signature buffet restaurant, offers a wide array of curated dishes prepared by masterful chefs, while Cheonsan redefines Chinese fine dining with a harmonious blend of traditional and modern flavours. Delmar provides a chic setting for seasonal beverages and high tea, and The Bar presents a sophisticated retreat for unwinding with a carefully crafted selection of drinks in an inviting, intimate atmosphere.
The hotel’s facilities have been designed to exceed the expectations of even the most discerning travellers. The Club Imperial Lounge, inspired by a traditional Korean hanbok, offers an exclusive space for relaxation and business gatherings, infused with cultural authenticity. Wellness and rejuvenation take centre stage with a state-of-the-art fitness club, featuring an indoor swimming pool, sauna, and outdoor pool reminiscent of ancient Greek architecture. Business travellers are equally well-accommodated with a fully equipped business centre designed to support productivity in an elegant environment.
“Grand Mercure Imperial Palace Seoul Gangnam not only embodies heritage and local traditions but also caters to diverse guest needs through its combined hotel and serviced residence concept,” said Vincent Lelay, Vice President Operations of Accor Ambassador Korea.
“This opening underscores our commitment to expanding our presence in the premium segment – a key growth driver for Accor. With premium brands accounting for over 20 percent of the group’s global pipeline within the Premium, Midscale & Economy division, we remain focused on elevating our portfolio of hotels within this key segment.”
“Grand Mercure Imperial Palace Seoul Gangnam represents the very essence of what Grand Mercure stands for: a celebration of national culture and an invitation to embark on a journey of discovery,” said KL Kim, General Manager Grand Mercure Imperial Palace Seoul Gangnam. “With an array of facilities and differentiated services befitting the Grand Mercure brand, we are committed to delivering dignified relaxation and unique experiences rooted in Korean heritage. Our goal is to establish ourselves as a leading hotel in Seoul, creating lasting memories that connect travellers to the heart of the destination.”
Grand Mercure Hotels & Resorts, with over 70 hotels in 10+ countries, continues to offer unique cultural sanctuaries that celebrate national heritage and provide immersive sensorial experiences. Guests staying at Grand Mercure Imperial Palace Seoul Gangnam will experience the hallmarks of the brand, with its emphasis on immersive cultural experiences that stimulate the senses. The hotel redefines hospitality in Gangnam, offering an extraordinary blend of culture, comfort, and elegance.
SG Enable, Singapore’s agency for disability and inclusion, with the Zero Project, a global and research-driven initiative to support the implementation of the United Nations Convention on the Rights of Persons with Disabilities (CRPD), co-hosted the inaugural Zero Project Asia Pacific Symposium 2024: Powering Inclusive Businesses.
The symposium brought together global thought leaders, social entrepreneurs, government representatives, NGOs, and businesses to advance disability inclusion through sharing good practices from around the world, developing partnerships, and the latest innovations in accessible technology.
Senior Parliamentary Secretary Mr. Eric Chua, Ministry of Culture, Community and Youth & Ministry of Social and Family Development, attended as Guest of Honour, giving his support to this inclusive vision. The two-day symposium began with the Inclusive Business Forum, a biennial event organised by SG Enable. Over the last eight years, the forum has expanded its focus on disability-inclusive employment practices to include innovations in employment pathways and good practices in businesses to cater to persons with disabilities as customers or service users.
In support of the CRPD which Singapore ratified in 2013 and the Enabling Masterplan 2030, the forum featured perspectives on building an inclusive workplace culture from Enabling Mark organisations (Singapore’s accredited disability-inclusive employers), their Asia counterparts, and employees with disabilities. The plenary discussions also featured innovations such as intersections of inclusive arts and employment, and ICT that enable greater independence. Furthermore, the forum presented a panel discussion on building inclusive spaces.
Release of the New Zero Project Report
The Zero Project research publication “Champions of Inclusive Spaces” was unveiled at the symposium. The report selected eight exceptional accessibility projects and two urban planning initiatives which have undergone a rigorous selection process and feature insights from leaders in the field of accessible built environments as well as a curated collection of features and projects.
Two landmark projects in Singapore – Enabling Village by SG Enable and the Punggol Library by the National Library Board, both models of universal design and inclusive spaces – are featured in the report. As part of the Zero Project Asia Pacific Symposium 2024, participants also will have the opportunity to tour Singapore’s accessible attractions like Gardens by the Bay, Sentosa, and the Science Centre on 29 November.
Launch of Tripartite Partnership for Barrier-Free Accessibility
In one of the key moments at the symposium, SG Enable, the Singapore Land Authority (SLA), and the Real Estate Developers’ Association of Singapore (REDAS) signed a Memorandum of Understanding (MOU) to advance barrier-free access (BFA) routes and scale inclusive infrastructure across Singapore. This milestone collaboration reinforces Singapore’s commitment to accessible spaces and urban innovation for persons with disabilities.
This tripartite MOU leverages the strengths of public-private partnerships to drive accessibility forward, using SLA’s geospatial data capabilities to map barrier-free access routes across Singapore. To date, SLA and SG Enable have mapped around 1,100 km of accessible routes in nine key areas such as Ang Mo Kio, Bukit Merah and Orchard, now accessible through SLA’s OneMap app.
Under the MOU, SLA will lead the OneMap BFA project, integrating new data from REDAS-member properties into its routing algorithm. SG Enable will guide disability inclusion efforts by advising on accessible design and innovations, while REDAS will engage its members in identifying properties for indoor and outdoor mapping, ultimately helping to improve wayfinding for persons with disabilities. Regular user testing will ensure the project remains responsive to the community’s needs, aiming for a truly inclusive built environment.
Mr Colin Low, Chief Executive of SLA, said, “SLA is delighted to partner with SG Enable and REDAS to leverage geospatial expertise to advance barrier-free access (BFA) routes and support more inclusive mobility across Singapore, following the success of the launch of pilot BFA routes on OneMap, Singapore’s authoritative map. This collaboration will augment the current BFA routes on OneMap with wider coverage of indoor routes and new locations, including private commercial properties contributed by REDAS’ members that will make wayfinding in Singapore more inclusive and accessible for mobility-challenged communities.”
Ms. Ku Geok Boon, Founding Chief Executive Officer of SG Enable, said, “Our partnership with the Zero Project, now in its second year, continues to expand our network of collaborators dedicated to creating inclusive, sustainable solutions that empower persons with disabilities to lead independent lives. As Singapore’s focal agency for disability and inclusion, we hope to advance, together with our partners, the critical discussions and actions shaping the future of inclusion across the region.”
Prof. Dr. Michael Fembek, CEO and Member of the Board, Essl Foundation – Zero Project, said, “The Zero Project works with carefully selected partners in important world regions outside Europe, with the goal of building bridges between the global disability inclusion community and regional innovation ecosystems. Our partnership with SG Enable is a testament to this vision, uniting diverse stakeholders to advance sustainable and innovative solutions for disability inclusion in Singapore and across the Asia Pacific. We are thrilled to have welcomed over 20 international delegates from more than 10 countries, whose participation underscores the power of global cooperation in driving meaningful change.”
LIXIL, maker of water and housing products, through its GROHE brand, welcomed nearly 1,600 delegates and guests to the World Architecture Festival 2024 (WAF) in Singapore. The seventeenth edition of WAF was held at the famous Marina Bay Sands, to recognise industry excellence and outstanding projects from across the world.
WAF is the largest global gathering of the leading architects and designers (A&D), who engaged in thought leadership talks, business networking and opportunities over the course of the prestigious event. This year’s festival theme ‘Tomorrow’ examined how architecture, urban design, landscape and interiors will be affected by the trends seen around us with respect to population movement, city growth, digital technology, AI, immersive environments and cultural change. The global A&D community converged at WAF to advance this theme through various keynotes, speakers, and conversations to catalyse ideas and opportunities.
The theme resonates with the A&D community’s deep appreciation that buildings exert considerable aesthetic and psychological impact on our everyday lives. WAF reflects and advances this understanding through its live judging and discourse on competing ideas that affect the human experience. Over 800 entries vied for coveted awards across different categories. Out of the 53 category winners, 21 were from Asia and Australasia, led by Australia (9), China (3), Singapore, India and Japan (2 each).
GROHE, a part of LIXIL and a global brand for complete bathroom solutions and kitchen fittings, has supported WAF from the very beginning. As WAF’s Founding Partner, GROHE seeks to deepen appreciation of the unique role water plays in the design discipline and in shaping innovative architectural visions and solutions around the element of water. The GROHE SPA-inspired ‘Aquatecture’ exhibit at WAF highlighted the fusion of water and architecture – elevating the significance and importance of water in architecture, and the health and well-being benefits this infusion brings.
GROHE is also the sponsor of the GROHE Water Prize, which was awarded to the Maotai Eco-Metaverse project, by Turenscape. This research and development project is being built across 8 hectares in Maotai Town, Guizhou Province, China, for a liquor distillery to manage a daily output of 7,000 tons of sewage and industrial wastewater, by creating an ecosystem that fully integrates water, nutrients, carbon, and energy recycling. Although specific to a planned distillery, the principles involved would apply to any industrial facility using large amounts of water. This is the sixth time the GROHE Water Research Prize has been awarded, with past winners across water filtration, generation and cooling systems in Bangladesh, Peru, Brazil, and Greece.
Audrey Yeo, Leader, LIXIL Water Technology, Asia Pacific, expressed, “As WAF’s Founding Partner, it is gratifying to see the tremendous industry support that’s enabled us to build WAF into one of the most respected global platforms for leading industry discussions and rigorous peer-reviewed awards. GROHE engagement with WAF, from the start, has addressed and collaboratively found solutions to pressing industry issues and macro trends facing the A&D community.”
“Our GROHE SPA ‘Aquatecture’ installation showcases the powerful connection of water in architecture. Through continued engagement and dialogue, we aim to inspire architects and designers, encouraging collaboration and experimentation. The installation features our luxurious GROHE SPA collections, which have been curated and crafted to the highest standards and finishes, enabling freedom to design bespoke showering experiences for discerning consumers.” Audrey added.
Paul Finch, Programme Director, WAF, said, “We extend our deepest congratulations to all WAF and INSIDE award winners. They continue to impress industry peers with their forward-thinking and visionary projects. The industry faces constant pressure to deliver excellence in the face of change, which we explored through our ‘Tomorrow’ theme. We appreciate the support extended from all quarters of the industry, especially our sponsors and delegates, in advancing design excellence across the discussions, awards, and networking at WAF.”
Singapore’s construction industry has long relied on traditional lump-sum build-only contracting models, which define clear responsibilities but often struggle with inflexibility in managing unforeseen circumstances. The prevailing focus on awarding contracts based on the lowest bid discourages collaboration, fosters risk misallocation, and leads to a host of challenges, including rushed designs, underbidding, and project delays.
Trevor Lam, Partner (Asia), TBH Consultancy, discusses the current contracting landscape in Singapore and highlights the growing importance of collaboration in shaping the future of its construction industry.
Building Review Journal (BRJ):What are common mistakes in the industry that hinder collaboration?
Trevor Lam (TL): A major issue is the focus on awarding contracts based solely on the lowest price. This approach discourages collaboration and information sharing between stakeholders. In public sector projects, which make up a significant portion of construction work here, the government’s interests are often prioritised in risk allocation. This leaves contractors and subcontractors responsible for risks they might not be well-equipped to handle. A more balanced risk-sharing system is an urgent necessity for a sustainable and healthy construction industry in Singapore.
The intense competition based solely on cost makes it difficult for contractors to accurately price potential risks during the bidding process. The pressure to win bids with low offers often lead to unforeseen additional expenses later on. This forces contractors to manage unaccounted risks, creating tension and hindering collaboration. Underbidding exists in both the public and private sectors.
When contractors win bids with unrealistically low prices, they may lack the resources needed to complete the project properly, leading to delays or even abandonment. This affects both the project’s timeline and quality. Shifting away from this cost-centric approach could not only manage risks more effectively but also incentivise contractors to propose innovative solutions.
BRJ: What are the main challenges faced by construction projects before construction begins?
TL: One of the most pressing issues is the ambiguity around risk allocation. In the rush to meet tight deadlines, contracts are sometimes hastily drawn up, leaving room for interpretation when unexpected issues arise. This creates a situation where parties hope these issues won’t arise, or postpone addressing them, setting the scene for future issues.
Another significant challenge lies in the realm of design, due to the industry’s preference for lump-sum contracts. Combined with tight deadlines, it often results in a rushed design stage. This puts a lot of pressure on design teams, leading to blueprints that contain errors or ambiguities. These incomplete designs can become a cause of confusion and conflict during construction.
Current contracting models often don’t involve contractors early enough, and as a result, they find themselves inheriting plans that are difficult or expensive to build. Thorough planning, including scheduling, is crucial to identify potential risks before construction starts. Without a robust plan, the stakeholders are essentially in the dark, and lack the ability to track progress. Moreover, it also leaves the contractor vulnerable, as if they cannot prove that there was a delay, they are unable to claim additional time or compensation, even if the situation was out of their hands.
BRJ: How does Singapore’s current contract awarding process impact the risk distribution in construction projects?
TL: Singapore’s construction industry relies heavily on lump-sum build-only models. These models, such as those used by the Singapore Institute of Architects (SIA), Real Estate Developers’ Association of Singapore (REDAS), and Public Sector Standard Conditions of Contract (PSSCOC), clearly define responsibilities and risks. However, they can be inflexible when dealing with unforeseen circumstances, which is a pressing issue that needs immediate attention.
BRJ: How does the Building and Construction Authority (BCA) propose to shift towards a more collaborative contracting model?
TL: The Building and Construction Authority (BCA) is spearheading a shift towards more collaborative contracting models that hopes to transform the very culture of Singapore’s construction industry.
A significant milestone in this journey was the introduction of an optional module for collaborative contracting in the PSSCOC back in 2017, demonstrating its commitment to this approach. Recognising that change requires more than just new policies, the BCA has also invested heavily in education. The BCA Academy offers courses, including a certification programme, specifically in Collaborative Contracting. One key module, “The Need for Collaboration to Accelerate Industry Transformation,” underscores the urgency and importance of this shift in approach.
The BCA is also leveraging the public sector’s significant influence to showcase the benefits of collaborative contracting. By using iconic projects like the $650 million National Service Square (NS Square) at Marina Bay as pilot projects for the PSSCOC collaborative contracting model, they can serve as powerful demonstrations of how collaboration can lead to better project outcomes.
Perhaps most importantly, the BCA is advocating for a shift in mindset. While some local players have historically relied on strong personal relationships, such an approach isn’t sustainable long-term. This is particularly crucial as the industry faces generational changes and becomes more international. This is why the BCA advocates for wider adoption of collaborative contract forms like the PSSCOC optional module and the NEC4 (a type of contract widely used in the UK and HK).
BRJ: What are the anticipated benefits of collaboration in the public and private construction sectors?
TL: There are two distinct benefits. First, it leads to improved project outcomes and reduced costs through early identification and mitigation of risks, as better planning and scheduling helps keep it on track. Second, it creates a more positive and productive work environment. Collaboration fosters trust and open communication, leading to a more enjoyable and efficient work experience for everyone involved.
In the private sector, successful projects have emerged, especially in the biotechnology and data centre sectors, where collaboration isn’t even formally written into the contract. When there’s a high level of transparency and a shared goal of completing the project on time and within budget, everyone benefits. This approach translates to better margins and higher profits for contractors. It also leads to increased revenue for owners as the project is delivered closer to the original operational date. The key is identifying risks early through effective project planning and scheduling practices.
In the public sector, a collaborative contracting model can help distribute risks more evenly. Traditionally, the government places most of the commercial risk on the contractor, which can create tension. Collaborative contracting allows for prompt addressing of claims, keeping everyone informed and enabling the contractor to work with all stakeholders to minimise delays. In a competitive bidding scenario with tight margins, this can be the difference between profit and loss for a contractor.
BRJ: Can you provide examples of successful collaborative projects in Singapore and their outcomes?
TL: The Punggol Digital District (PDD) serves as a prime example of successful collaboration in Singapore. This was the first pilot to implement the PSSCOC collaborative contracting module, achieving a cost savings of around 10 percent compared to the initial estimates and was completed approximately six months ahead of schedule. This success strengthened the case for BCA to continue promoting this form of contract.
TBH has been working with the largest global data centre providers out of our Singapore office since 2021. In one case, our client faced significant delays on a project which could have easily escalated into an adversarial conflict. However, the client recognised that the contractor lacked robust project planning capabilities, hindering optimal decision-making for a timely delivery.
We advised our client to prioritise collaboration over conflict. Instead of resorting to a strictly contractual route – reviewing and rejecting schedules, essentially putting pressure on the contractor – our client took a collaborative approach. TBH was brought in to work openly with the contractor, providing hands-on support in planning the construction completion, transparently monitoring progress, mitigating issues, and managing emerging risks. The client openly shared their key priorities, ensuring the contractor focused on achieving those goals.
While the contractor did miss some initial contractual deadlines, the collaborative communication and shared focus on the client’s priorities prevented a costly contractual dispute.
BRJ: Can you elaborate on the role of innovation in promoting collaborative practices in Singapore’s construction industry?
TL: Innovation plays a crucial role in promoting collaborative practices in Singapore’s construction industry. However, the construction industry, both in Singapore and globally, has traditionally been slow to adopt new technology and innovation. The implementation of innovative technologies can greatly improve collaboration and productivity in Singapore’s construction industry.
Singapore has been proactive in bridging the digital skills gap and promoting technology adoption within the industry. For example, its Productivity Innovation Project (PIP) incentive scheme co-funds up to 70 percent of the costs of technology adoption and innovations that help improve productivity at construction sites.
TBH integrates advanced software and digital tools to improve collaboration and efficiency in construction projects. By implementing these technologies, we streamline communication, facilitate real-time data sharing, and enable better decision-making among stakeholders. The adoption of robust planning and scheduling practices, Building Information Modelling (BIM) and other cutting-edge solutions like 4D modelling also ensures that all project participants have immediate access to up-to-date information, promoting transparency and coordination.
Currently, TBH’s Sydney office is focused on developing AI software that can initially compare periodic programme updates and report on trends, aiming to replace the current time-consuming manual process. This will allow us to provide detailed critical analysis to our clients in a shorter timeframe, further enhancing project efficiency and collaboration.
BRJ: How does Singapore’s reliance on the public sector for construction demand influence industry practices and standards?
TL: Singapore’s public sector contributes more than half of the total construction demand in the country, and as a result, it is extremely influential on the industry. The supply chain’s practices and standards in Singapore are often tailored to respond to requirements set out by the various public sector agencies.
The public sector often prioritises long-term benefits in its projects. This focus on sustainability, resilience, and infrastructure development incentivises construction companies to adopt practices that meet these goals. Such practices might involve using prefabricated building techniques that reduce waste and construction time or incorporating eco-friendly materials for a lower environmental footprint.
Government agencies like BCA set standard forms of contract, such as the PSSCOC, for public projects. These contracts outline expected practices and quality standards. By following these guidelines in public projects, construction companies become accustomed to these practices and often implement them in private projects as well. This creates a standardised approach across the industry.
The government also plays a role in driving innovation and technology adoption within the construction industry. Public funding for R&D in construction technologies fosters advancements in areas like modular construction. In 2020, the government invested $120 million to promote modular building techniques. The HDB projects use a precast concrete building system which has been perfected over the years.
Public agencies often partner with training institutions to develop a skilled construction workforce. These programmes establish benchmarks for worker qualifications, influencing hiring practices across the industry. Singapore’s public sector acts as a powerful force in shaping best practices and high standards throughout the construction industry; it sets the tone for the entire industry to follow.
BRJ: What are some key differences between Singaporean construction projects and those in other global regions?
TL: The construction industry in Australia presents a stark contrast to many Asian markets, including Singapore. Australia boasts a highly skilled workforce with specialised trade qualifications, resulting in greater individual productivity but higher labour costs. Singapore, on the other hand, often relies on a larger pool of lower-skilled foreign workers, leading to higher staffing levels to achieve comparable output. This model, while keeping labour costs down, tends to be more resource-intensive.
Another key difference lies in dispute resolution practices. In Australia and the West, public sector contractors commonly pursue formal legal channels such as litigation or arbitration. However, this approach is less common in Singapore, where commercial settlements are often negotiated privately. My experience as a delay expert confirms this trend. I’ve represented clients in arbitration across Southeast Asia and supported litigation against government entities in Australia, and our Singaporean public sector clients generally prefer to resolve issues internally.
Lastly, project planning and scheduling maturity varies significantly. Australian and Middle Eastern clients prioritise these aspects throughout the project lifecycle. In Singapore, while the Land Transport Authority demonstrates strong planning practices, many other government and private sector entities place less emphasis on it. This often leads to project delays and costly reactive measures.
BRJ: What factors typically cause budget challenges in Singaporean construction projects?
TL: Budget challenges are multifaceted. Recent external factors like the pandemic, geopolitical climate, and a strong Singapore dollar have exacerbated issues like labour shortages and rising material costs.
One common cause is rushed designs, which can lead to a cascade of costly changes later. TBH emphasises collaboration, ensuring designs are well-developed before construction begins. In almost all of the mixed-use developments where we act on behalf of the owner or contractor, we have observed delays caused by design changes. These additional costs are often not included in the initial budget.
Another factor is contractors with tight bids that lack contingency for unforeseen issues. This occurs frequently, especially on public sector projects where the bid was competitive. Some foreign contractors here in Singapore do not make a profit on public sector projects simply because their bid did not account for unforeseen risks.
TBH addresses budget challenges proactively by implementing robust project controls and cost management processes. These systems enable us to assess the cost and schedule impact of any changes quickly and accurately. For instance, a biotechnology company enlisted TBH’s services from the project’s inception to ensure effective cost management. TBH conducted a cost risk analysis for each major project milestone, providing real-time data to the company’s head office in the USA. Equipped with this information, our client could make well-informed decisions to prevent or minimise budget and schedule overruns.
BRJ: How does TBH define a collaborative approach in a traditionally hierarchy-based industry like construction?
TL: A successful collaborative approach relies very heavily on the mindset of all project stakeholders, and this is often largely influenced by the project owner. Accordingly, where we have been engaged by the project owner, we dedicate time to promoting the benefits of a collaborative approach.
Having worked extensively with both owners and contractors, TBH understands the key business drivers for owners, contractors and subcontractors. We are well-equipped at breaking down barriers and fostering collaboration in the construction industry. We bring clients, architects, engineers, and contractors together early to engage in open dialogue and planning. By being transparent, we aim to eliminate blame-shifting and focus on making projects successful for everyone.
We advocate for the creation of realistic schedules that account for anticipated material shortages, labour problems, or delays in permit approvals. We also ensure efficient resource allocation to prevent bottlenecks. Additionally, we identify schedule risks and develop contingency plans to adapt to unforeseen changes quickly and maintain project momentum. We implement a central platform where all parties have real-time access to project documents, plans, and schedules. This helps facilitate informed decision-making and adjustments when needed.
BRJ: How does TBH facilitate collaboration with subcontractors to streamline project execution?
TL: We focus on optimising contractor margins, which indirectly benefits the entire project. Delays from subcontractors can have cascading effects, leading to increased costs for both main and subcontractors. By addressing these challenges proactively, we encourage a more collaborative approach.
Main contractors oversee the entire project lifecycle, while subcontractors often have a shorter, more focused role. Effective collaboration requires clear communication and short-term planning. Given the interdependent nature of subcontractor tasks, coordination is paramount. Ultimately, fostering strong relationships not only with the main contractor but also among subcontractors is crucial for project success.
BRJ: What measures does TBH recommend to mitigate risks associated with adopting a collaborative contracting model?
TL: Collaborative contracting models offer numerous benefits, but these models have inherent complexities, including “no-fault” clauses, problems with traditional insurance, and no guaranteed cost savings. Creating effective contracts takes careful negotiation and planning from all involved. This upfront time and resource investment is crucial for setting up successful contracts. Introducing and implementing new contracts will definitely have some initial challenges and a learning curve. Specific contract details may be unclear and need adjustments as we go along.
To mitigate risks, we recommend several measures. Firstly, it’s critical to ensure that all stakeholder’s mindsets align with the delivery model’s intent. TBH’s dedicated Change Management can assist organisations in navigating this process. Furthermore, stakeholders should work together to establish common objectives and maintain open communication throughout the project.
Clear processes for addressing and resolving conflicts should also be in place, and it’s also important to encourage and reward behaviour that fosters trust and cooperation among all involved parties. Another essential aspect of risk mitigation is carefully assessing project suitability. It’s important to realise that collaborative contracting might not be appropriate for all projects. This model is generally unsuitable for small-scale projects.
BRJ: What are the future trends in construction project management that TBH sees impacting Singapore’s market?
TL: One of the most pressing issues across the Asia-Pacific region, including Singapore, is the critical and persistent shortage of skilled labour. This shortage impacts project timelines and costs. As a result, there is an increasing need for efficient project management solutions.
Sustainability is another major trend. Singapore has made significant commitments to sustainability goals, with the BCA aiming for 80 percent of buildings to be green-certified by 2030. The construction sector plays a crucial role in achieving these targets, with sustainability becoming a key consideration in project planning and execution. Construction firms will need to integrate sustainable practices and technologies into their projects, potentially requiring new expertise and management approaches.
The construction industry is also grappling with fluctuating raw material costs and supply chain disruptions, impacting project budgets and profitability. While specific price fluctuations may vary over time, the overall trend of volatility in material costs is expected to continue. For instance, the price of steel has risen by 50 percent over the past four years due to global supply chain disruptions and increased demand. This challenges construction firms to adopt strategic procurement practices and technological solutions to mitigate cost escalations effectively.
TBH also anticipates an increased demand for advanced project management techniques and technologies such as the adoption of artificial intelligence and machine learning for more accurate project forecasting, the use of Building Information Modeling (BIM) for improved collaboration and efficiency, and the implementation of lean construction methodologies to optimise resource usage.
Trevor Lam, Partner (Asia) at TBH, leads the Commercial Claims and Dispute Resolution team in Asia. As a testifying Delay Expert in formal proceedings, Trevor’s comprehensive knowledge and over 20 years of extensive experience in project planning, scheduling, project controls, and forensic delay analysis across Asia, Australia, the Middle East, and Europe make him a valuable asset to clients at any stage of a project. His expanding presence in Malaysia in recent years is a testament to his commitment to growing the business throughout Southeast Asia.
